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Most people expend a lot of energy at work attempting to hide their inadequacies from colleagues. The authors believe that this is the single biggest cause of wasted resources in nearly every company today. When they went in search of firms where people see their mistakes not as vulnerabilities but as prime opportunities for growth, they found only a handful. Two stood out: Bridgewater Associates, an East Coast investment firm, and the Decurion Corporation, a West Coast real estate manager, cinema operator, and senior living center owner. Both are committed to developing every one of their people by weaving personal growth into daily work--and both are highly successful businesses. The authors spent hundreds of hours observing their practices and interviewing employees at all levels. What they saw was people working together, in meetings, in one-on-one sessions, and in the course of their everyday work to get at the root causes of problems and devise more-productive ways of doing things. Many companies conduct root cause analysis but stop short of crossing into an employee's interior world, where so many problems begin--in, for example, a tendency to avoid confrontation, to act before thinking things through, to be overly aggressive if one's ideas are criticized, and other counterproductive thinking and behavior. At Decurion and Bridgewater, everyone from the CEOs on down to the teenaged ushers work on identifying and overcoming these patterns as part of doing their jobs well.

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70% of all change initiatives fail. But the odds turn in your company's favor once you understand that change is a multi-stage process--not an event--and that persuasion is key to establishing a sense of urgency, winning support, and silencing naysayers. We've combed through hundreds of Harvard Business Review articles on change management and selected the most important ones to help you lead your organization through transformation.

This collection of best-selling articles includes: featured article "Leading Change: Why Transformation Efforts Fail" by John P. Kotter, "Change Through Persuasion," "Leading Change When Business Is Good: An Interview with Samuel J. Palmisano," "Radical Change, the Quiet Way," "Tipping Point Leadership," "A Survival Guide for Leaders," "The Real Reason People Won't Change," "Cracking the Code of Change," "The Hard Side of Change Management," and "Why Change Programs Don't Produce Change."

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What will distinguish your leadership from others' in the years ahead? The authors of this chapter believe it will be your ability to develop yourself, your people, and your teams. They apply adult development theories-debunking the belief that the human brain slows in its ability to adapt and learn by the age of thirty-to the concept of leadership development. They argue that the field has overemphasized "leadership" and underemphasized "development." Consequently, the incubator necessary for effective leadership development-namely, the human brain and its ability to achieve greater and greater levels of mental complexity as it matures-remains unaddressed. They describe three age-related plateaus in adult mental development: the socialized mind, the self-authoring mind, and the self-transforming mind-and use compelling graphs and study results to show how the unique characteristics of each plateau might play out amidst the everyday demands of leadership. This chapter was originally published as Chapter 26 of "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium."

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A recent study showed that when doctors tell heart patients they will die if they don't change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren't enough: even when it's literally a matter of life or death, the ability to change remains maddeningly elusive. Given that the status quo is so potent, how can we change ourselves and our organizations? In "Immunity to Change," authors Robert Kegan and Lisa Lahey show how our individual beliefs--along with the collective mind-sets in our organizations--combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us. This persuasive and practical book, filled with hands-on diagnostics and compelling case studies, delivers the tools you need to overcome the forces of inertia and transform your life and your work.

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There are several ways to combat individual and organizational immunity to change. This chapter examines the case of one woman, Cathy, whose biggest change challenge emerged out of a groupwide initiative with her whole marketing team. According to the authors, this collective approach may be the most effective way to deliver on facilitating individual adaptive change in the context of an intact group's desire to improve its collective performance. This chapter is excerpted from "Immunity to Change: How to Overcome It and Unlock the Potential In Yourself and Your Organization."

learning objective:

To examine how team members can work to overcome their individual immunities to change in the context of a group's ongoing work to improve its performance.

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It turns out that some people are better suited to overcoming their immunities to change than others. Research suggests that the more people are connected to three key ingredients the more significant their changes will be. The gut provides the necessary, visceral desire to change that takes you beyond mere motivation; the head and heart must be engaged simultaneously to change your perspective; and the hand helps you take new action based on your desires, feelings, and thoughts. This chapter takes an in depth look at the recipe for true adaptive change. This chapter is excerpted from "Immunity to Change: How to Overcome It and Unlock the Potential In Yourself and Your Organization."

learning objective:

To identify the elements needed to support an adaptive change process.

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Are you ready to start unlocking your potential? Are you interested in seeing what happens when once-countervailing energies are made available for productive purposes? The answer to these questions is most likely "yes," but what is the next step? In this chapter, the authors help you map out your own immunity to change and get to the root of what is preventing the progress you desire. This chapter is excerpted from "Immunity to Change: How to Overcome It and Unlock the Potential In Yourself and Your Organization."

learning objective:

To take you through a step-by-step process for diagnosing your immunity to change.

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Seeing how your self-protective motivations systematically prevent you from achieving exactly what you most desire is necessary. Insights can be powerful, even exciting, but they do not necessarily lead to transformation. You need a structure to help channel your aspirations, test and gain distance from your assumptions, and steadily build a new set of strategies for bridging the gap between your intentions and behavior. This chapter outlines a process for overcoming your immunity to change once the problem has been diagnosed. This chapter is excerpted from "Immunity to Change: How to Overcome It and Unlock the Potential In Yourself and Your Organization."

learning objective:

To guide you through a step-by-step process for overcoming your immunity to change.

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In the complex and ever-changing world we live in, human capability will be the critical variable in the new century. But leaders who seek to win a war for talent by conceiving of capability as a fixed resource to be found "out there" put themselves and their organizations at a serious disadvantage. Your ability to develop yourself, your people, and your teams, on the other hand, will distinguish your leadership ability. This chapter introduces a body of research on the development of mental complexity in adulthood, which has major implications for increasing personal as well as organizational adaptability. This chapter is excerpted from "Immunity to Change: How to Overcome It and Unlock the Potential In Yourself and Your Organization."

learning objective:

To outline a new trajectory of mental development, past adolescence and across the lifespan, and examine its implications for individual and organizational development.

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Change dominates our work lives, our home lives, our politics, economics, and culture. Global thought leaders and practitioners alike constantly talk of change, but it's no surprise that less attention is paid to the feelings, anxieties, and motivations that spur passionate commitment NOT to change. This immunity to change is at the heart of individual and collective change prevention. Leaders and organizations that can master this force will dominate in the new century. They will set the standard in terms of accomplishing their own goals. They will be most admired by their competitors. They will have the greatest loyalty and commitment of their internal constituents. This chapter examines how your organization can become a home for the continuing transformation of talent and help more people unlock their full potential. This chapter is excerpted from "Immunity to Change: How to Overcome It and Unlock the Potential In Yourself and Your Organization."

learning objective:

To discuss how leaders and organizations can foster real change and development by sending the message that adults can--and should--grow.

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